First Serve Strategies

Posts Tagged ‘Strategic Thinking’

In part 1 of this series I talked about how more and more startup and emerging growth entrepreneurs are disintegrating their companies by outsourcing one or more of their three core business processes (product innovation/infrastructure/customer relationship).  Even corporate giants are outsourcing subsets of one or more of these processes.  Companies, who in the past would never consider entrusting any portion of the company’s customer relationship process to outsiders, have entered into agreements with outsiders to handle many of their customer sales, support and service processes.

In my last blog, I also wrote about the conflicts inherent in vertically integrated companies that can be minimized through disintegration. I would like to offer two more arguments in support of company disintegration through alliance.

The first is expedience.  In a world where technology cycles are measured in weeks or months and competition is truly global, speed to market has become increasingly important.  As mature companies attempt to grow, by entering new markets or expanding product lines, it is often more expedient to do this through acquisition or partnering.  Large pharmaceutical companies, who in the past have differentiated themselves through R&D, now allocate a higher percentage of their R&D budgets to acquiring technologies rather than developing them in-house.  This usually comes in the form of company acquisition or technology licenses.

For start-ups entering an existing market, the most viable protection from being crushed by incumbents is to get to market, reach scale and build brand equity quickly. eBay acquired Half.com in 2000 not because they were unable to build the same product but because Half.com had already owned the brand in the eyes of the consumers.  In order for start-ups to enter markets and reach scale quickly it is often necessary to partner with others to handle one or more of the core business processes.  One entrepreneurial company I worked with developed, manufactured, and sold fashionable compression garments aimed at women suffering from lymphedema—a condition that often accompanies breast cancer patients and survivors. In order to build the company they created an alliance with the company that produces LYRCA® and Coolmax® to develop the product.  They also used a toll manufacturer to handle production.  In other words, they disintegrated their company to the point where significant parts of their product innovation and infrastructure were handled through alliances.  What they kept in-house was what they saw as their points of differentiation (POD), print design and customer relationships.

The second good reason for company disintegration through alliance is economics.  For mature companies the decision to outsource is typically driven by income statement considerations.  While a solid balance sheet is always important, most large successful companies have sufficient access to capital.  They also have a healthy appetite for profit.  With increased specialization and advancements in technology come two economic principles, absolute advantage and comparative advantage.  Absolute advantage refers to the ability of a firm to produce a particular good at a lower absolute cost than another.  In this case a company may outsource the manufacture of the product it sells to an alliance partner who can produce the product at a lower absolute price. Comparative advantage speaks to one firm’s ability to produce a particular good or service at a lower opportunity cost than another.  In this case a firm may outsource one or more of their business processes to an alliance partner in order to focus their finite attention on those processes in which they are most efficient.

For start-ups the economics of disintegration tend to be driven by the balance sheet.  Unlike established companies, access to capital is difficult for new ventures.  As such, a start-up venture may choose to ally with a partner in order to enter markets and grow the business while conserving cash.  This often comes at the detriment of profit margins, but high margins on zero revenue still equals zero profit.

While alliances can help you build and scale your company quickly, they frequently fail.  When they fail, the results can be fatal.  It is important to:

1. choose your partners wisely,
2. implement the alliance carefully and,
3. nurture the ongoing partnership diligently.{a

©Mark P. Loschiavo

Sitting on the deck of the Tree House in Three Rivers California at sunrise, I have an amazing view of the Sierra Nevada Mountains. It is not really a tree house. That is just the name given by the owners of the vacation home we are visiting just outside the southern entrance of Sequoia National Park. At this hour of the morning I seem to share God and God’s creation mostly with the plants and animals. Most humans prefer sleep at this hour. Although I have never understood that preference, I am thankful for it, because it is the one time of day when I don’t feel like I have to share this amazing gift with others—at least for a little while. It is my time.

Growing up with three siblings, we shared everything, including my parents’ attention—except in the early hours of the morning. It was then, while my siblings slept, that I would have my parents all to myself, usually accompanied by a bodacious breakfast. Maybe that is where I first fell in love with the mornings.

The morning is a time to contemplate. A time to reflect on yesterday and ask, “what do I want to do differently today?” Morning provides the playbook for do-overs. Strong leadership requires desire, commitment, reflection and forgiveness: the desire to lead effectively, the commitment to build the necessary skills, the time to reflect on your effectiveness, and the ability to forgive yourself for failures. What better time than the morning to reflect and plan your do-overs.

©Mark P. Loschiavo